A checklist for making change happen that Trump could learn from

New leaders are everywhere. May. Trump. Walmsley at GSK. Kate Stanners at Saatchi & Saatchi.

All have the same issue; people have high expectations and want to see something happen.

The same is true after your employee survey. Your people took time to think, articulate, press send. Their responses went into the ether, they see you digesting every word, eager to turn things around.

It’s a critical moment. The days and weeks after your survey can make or break your people’s belief in the organisation – and indeed their engagement. One of our clients, Camelot (who run the National Lottery) seized that momentum brilliantly, and we share their recipe for success here.

Act fast and show you listened

“Moving boldly and urgently are key to your people believing things are going to change.”  Emma Smith, Head of Talent and Development, Camelot UK

Take the example from Emma; survey results published with 2 weeks and manager led focus groups delved deeper into the results, setting plans for actions straight after.

Charismatic communication from leaders wins the day

A surefire way to say “this is not important” is to delegate comms to the standard channels.

Not so at Camelot; the CEO explained there were going to be significant changes and ‘the best things happen when people feel awkward.’ This set the tone and plans were communicated via new networks:

• All Togethers – quarterly physical meetings - leaders communicate the vision
• All Hands – every team, every 4-6 weeks, focusing on ideas and action to deliver the vision
• Leader surgeries – employees talk frankly with leaders in the canteen
• Departments come together– teams go to each other’s quarterly meetings to help with collaboration and ideas
• The HUB – A refreshed internal comms platform brings everything together. 

If you mean business, get some quick wins out there

Nothing shows commitment like actual actions. Quick wins don’t need to be polished – speed is key. Some of Camelot’s examples include:

• Changing perceptions that nothing would change by announcing a full culture change programme and how this would be achieved by reviewing and relaunching company values
• Mega Fridays: a monthly development day for working on PDPs or coaching & mentoring.
• Feedback Festival – training focusing line managers on coaching and support
• Leader training - improving their digital communication capability.

Help people create the change they want to see

No one wants to roll up their sleeves more that the person who suggested the change. Camelot’s employees are deeply involved in the relaunch of Camelot values:

• Participants pitched to be involved, writing what they loved about working for Camelot
• A two-day workshop resulted in five messages about how people wanted to work together and behave
• The group tested the values internally, involving other employees in focus groups
• Departmental ‘values champions’ used tactics such as values dice; employees roll the dice to share how they think they live the values.

Employees are deeply involved in the values

Ultimately, Camelot’s commitment to change and the pace it has been delivered has led to an increase in employees’ belief in change by an astonishing 37%, and engagement overall is up by 10%.

Indeed, May, Trump and the rest could learn a thing or two – here’s the full Camelot story.

Camelot are a finalist in the Employee Engagement Awards in association with People Insight, winners announced January 27th.

Article originally published on HR Grapevine, 21st November 2017